CO2
SEPTEMBER 11, 2015
Decision bias speaks to the ways we’re prejudiced or unduly influenced (consciously or unconsciously) when making decisions. Fallacies often appear to be correct but are not. That’s why they can be difficult to detect–in others’ arguments and even our own. CEOs are not immune to bias. None of us are.
CO2
SEPTEMBER 11, 2015
Decision bias speaks to the ways we’re prejudiced or unduly influenced (consciously or unconsciously) when making decisions. First, Arnott reviewed some of the most prominent taxonomies: Tversky and Kahneman (1974) Three General Purpose Heuristics. Isenberg (1984), How Senior Managers Think. CEOs are not immune to bias.
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CO2
SEPTEMBER 11, 2015
Decision bias speaks to the ways we’re prejudiced or unduly influenced (consciously or unconsciously) when making decisions. First, Arnott reviewed some of the most prominent taxonomies: Tversky and Kahneman (1974) Three General Purpose Heuristics. Isenberg (1984), How Senior Managers Think. CEOs are not immune to bias.
Harvard Business Review
FEBRUARY 29, 2012
This idea of prospect theory, developed by Tversky and Kahneman and reported in a classic 1979 article (for which the Nobel prize was awarded) demonstrated that individuals do not make decisions rationally by selecting options with the highest expected value, because they are risk-averse and 'losses loom larger than gains.'.
Harvard Business Review
APRIL 2, 2014
Others, most notably money managers and former Fama students Cliff Asness and John Liew in an epic Institutional Investor article , have done a lot recent to clarify how Fama’s ideas and Shiller’s can at least co-exist peacefully. It feels like it’s got a little bit of Kahneman and Tversky in it. Absolutely.
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